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Historically, knowledge within the rm has been fragmented and strati ed by the pursuit of ef ciency The process of concentrating and collectivizing knowledge, which is the subtext of many KM initiatives, inevitably clashes with the hierarchical structures, employment practices and subcultures which have evolved within the existing division of labour This historical legacy of management strategies for economizing on knowledge continues to constrain both the cognitive and community-based approaches to managing knowledge Overall, therefore, the available evidence tends to suggest that KM s in uence on management thinking has been somewhat greater than its impact on organizational practices This is partly because the discourse of KM does not empower any speci c programme of work redesign Many KM interventions are situated between work groups or business divisions and are aimed at overcoming the barriers to knowledge sharing posed by existing organizational boundaries.

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At the same time, KM s potential for change is often channelled through investments in IT systems which are de-coupled from any wider process of organizational change The limited success of such systems at least, those that have been the subject of academic research may re ect not only the limitations of the cognitive perspective on knowledge, but also the absence of wider management involvement in their design and implementation The relative lack of HRM involvement, in particular, seems likely to inhibit the levels of employee commitment and trust which are critical to the development of knowledge sharing amongst groups and individuals In this context, it seems signi cant that few, if any, examples of successful KM are focused on the use of IT systems.

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Rather, as the evidence from consultancy organizations and rms such as Buckman Labs seems to underline, successful KM initiatives proceed above all from the determination of business strategy Whether or not they are labelled knowledge management , such initiatives are developed at top management level and are linked to.

Don t try to solve problems that are too big for the meeting or that don t include everyone present. If a problem takes more than five minutes to resolve, assign it as an action item. Review the readiness for future tasks on the OTR. Are the right people assigned Are there any known obstacles to performing the tasks as planned Review project logs, including issues logs (see Table 11.2) and the risk log. Are the issues and risks being resolved, or do they need to be escalated to higher management When team members participate in managing the project, they are more likely to take responsibility for its success. This participation changes the project manager from an enforcer to an enabler, and the team from individual performers to team members. If a member is behind on his or her work, peer pressure is more effective at boosting this individual s output than management pressure. A project manager at one software company takes it one step further: We rotate leadership of the weekly status meeting. Everyone has a sense of ownership over the project. With voice mail, faxes, e-mail, and Internet communication available, it may seem old-fashioned to bring people together around a conference table every week. Struggling with a busy schedule might tempt us to replace project status meetings with virtual meetings via e-mail or voice mail. But don t be fooled: Humans are complex animals, and communication happens in many ways. For example, reluctant bearers of bad news may first use their body language to report their feelings; a discouraged demeanor should signal the project manager to probe deeper. In addition, problem solving and team building TEAM LinG - Live, Informative, Non-cost and Genuine ! 279

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If it was easy to track e-mail to its source, a substantial number of the thousand or so highly skilled and dangerous crackers in the world would already be in jail. The people who track crackers have already come to that conclusion, and they re relying on human intelligence networks of people, not machines to find the most dangerous crackers. Suppose that terrorists can get phony ID cards when they need them, and can code their messages so automated analysis software can t figure out what they re really talking about, and can manage electronic communications so that they re effectively anonymous. All of these suppositions are very probably true. Then the people who will be controlled by massive surveillance are law-abiding citizens like you and me. We re the ones whose real names and addresses and photos and fingerprints and bank accounts and driving histories are stored on a hundred different databases, tied together with our faces or our credit card numbers or our national ID numbers. We re the ones whose apparent lives are the same as our real lives. We re the ones without secrets. Or the ones who ll have them stripped away.

The DOM has steadily evolved by increasing the detail of the representation, increasing the scope of the representation, and adding new manipulation methods. This is accomplished by dividing the DOM into conformance levels, where each new level adds to the feature set. There are currently three DOM levels: DOM Level 1. documents. This set of classes represents XML 1.0 and HTML 4.0

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